نوآوری

Today, innovation is recognized as the primary key to gaining a competitive advantage and achieving long-term success in competitive markets. Organizations with high innovation capacity can respond more rapidly and effectively to environmental challenges. The significance of this issue in the current competitive landscape has led to numerous studies on the prerequisites and outcomes of innovation. To gain a more comprehensive understanding of this field, the present research has reviewed and categorized the results and findings of these studies.

This research is practical in its purpose and was conducted using a qualitative approach and a systematic literature review method. The information sources for the study were articles published on the topic in reputable domestic scientific databases within the selected time period. These articles were chosen based on the inclusion criteria for the systematic review process. The data were analyzed using qualitative content analysis.

Reexamining and categorizing the factors that promote and enhance innovation within organizations revealed several key prerequisites: environmental prerequisites (environmental pressures and supports), organizational prerequisites (organizational capabilities, intelligence, resource management, intangible assets, organizational orientations, and removing obstacles), human prerequisites (learning ability, creativity, effective communication, motivation, and trust), cultural and leadership prerequisites (cultural characteristics and directive leadership styles), human resource management requirements (human resource capabilities, empowerment, job and organizational fit, human resource management practices), and infrastructure prerequisites (flexible structures and technologies that facilitate interactions). Additionally, the outcomes of innovation are classified into two categories: individual outcomes (creativity, empowerment, and job performance) and organizational outcomes (organizational reputation, productivity, entrepreneurial capability, product quality, customer capital, value addition, knowledge management, learning, and organizational performance).

To thrive in today's competitive markets, organizations must continuously pursue innovation. For successful implementation, they must address critical issues such as the prerequisites and outcomes of innovation. The findings of this research provide a comprehensive understanding of the various prerequisites and requirements for organizations that aim to adopt innovation as a core strategy. Meeting these requirements can create a platform that facilitates and accelerates innovation. This effort necessitates alignment and convergence among the organization's structural, human, cultural, and technological elements, with human resources management playing a key role. The organization's capable and motivated human resources, founded on trust and complementary relationships among leaders, must be fostered by human resources management through its various functions. Additionally, leaders who support innovation and individuals who strive to embed innovation into the organization's direction and culture are essential. Furthermore, top management should ensure structural and technological alignment with the innovation strategy. The presence of flexible and dynamic structures, along with information and communication technologies that facilitate interactions, can foster a continuous cycle of organizational innovations.

The purpose of this research is to understand the variable effect of knowledge-oriented leadership on organizational innovation in Sepeh Bank after the merger. In this research, the descriptive-applied research model is used and its method is a survey and its statistical population is among 110 managers and experts of Bank Sepe headquarters after the merger. The required sample size was made by a simple random sampling method and consisted of 87 people through Morgan's table, selection and data collection from the researcher's questionnaire, and the Likert scale was used to measure. The statistical methods used in this research can be called validity and reliability with the average explained variance method, composite reliability, cross-sectional load and the Fornell and Larker method and checking the co-linear relationship between variables from the variance inflation factor. And with the method of structural modeling based on partial least squares approach and software (Smart PLS), the defined hypotheses were tested and the mutual relationship between knowledge-based leadership, illusion of control and rationality on innovation was investigated. The findings of the research indicate that with a confidence coefficient of 95% and path coefficients greater than 0.4, the effect size for all independent constructs is strong on dependent constructs, and knowledge-based leadership can lead to rationality and knowledge in organized and in case of not paying attention to the environmental signals, knowledge-oriented leadership creates the illusion of control in the organization; And if the illusion of control is managed in the organization and core knowledge is strengthened in the organization, the organization will be on the path of innovation.

The present research was conducted to identify and analyze the effective factors and consequences of soft innovation in knowledge-based companies. This research is exploratory in terms of practical purpose and in terms of data collection method, which follows a comparative-inductive research philosophy. The statistical population of the research is experts and professionals in the field of study, consisting of college professors in the field of marketing and management, as well as research and development (R & D) and marketing managers of export companies operating in the apparel and fashion industry. Using the purposive sampling method and based on the principle of theoretical saturation, 25 of them were selected as sample members. The instrument used for data collection is an interview in the qualitative part and a questionnaire in the quantitative part. This study used content analysis and coding method in the qualitative part and fuzzy mapping method (FCM) in the quantitative part for data analysis. The research findings include the identification of effective factors and consequences of soft innovation in export companies. Based on the research results, among the factors affecting the creation of soft innovation, symbolism, and symbolic innovation are the most important factors, and among the identified consequences, the phenomenon of competitive position for the market was identified as the most important consequence.

The virtual space and the increasing use of it by people in their daily life has been the beginning of the production of a trading unit called digital currency. Economic freedom is the ability of individuals to make their own economic decisions without interference/restrictions of the government or anti-market decisions of the government in favor of certain groups. However, it is not a definition referring to the removal of the government from legislation, planning and implementation of macroeconomic policies; Because supervision and control of the market, activities and policies of trade (domestic and foreign) is the inherent duty of governments. Economic freedom emphasizes the importance of the development and presence of the private sector, banks and private financial institutions, competitive market, import management and support of domestic industries. In this research, using panel data during the period from 2015 to 2021, the effect of digital currency and economic freedom on the export of goods in selected science-producing countries has been investigated by the method of generalized moments. The results show the positive and significant effect of digital currency, rate Conventional currency is innovation, economic freedom over the export of goods.

Nowadays, companies need innovation to survive in complex conditions and to produce new products and services. In this regard, a key influential factor is the acquisition of competent human capital, as it is considered the building block of companies. Therefore, the aim of this study was to examine the relationship between human capital and innovation in Iranian creative companies. Additionally, by examining the mediating roles of knowledge sharing and social media networking, the research aims to uncover how these elements synergize to bolster innovation. The findings promise to offer valuable insights for organizations aiming to harness the full potential of their human capital and navigate the digital age with enhanced creativity and efficiency.

This study falls in the category of applied researches. Research approach is quantitative and was done using survey method. Out of 1611 creative companies at the time of the research, 311 companies were selected as sample using random sampling method. Data collection was done using standard questionnaires. The questionnaire incorporated a 5-point Likert scale, with questions derived from well-established previous studies. In total, the questionnaire consisted of 18 questions, with the human capital and innovation factors each having 5 questions, and the knowledge sharing and social media networking factors each having 4 questions. The reliability of the questionnaire was rigorously tested using Cronbach's alpha coefficient. The results indicated that the reliability of the research variables, including human capital, knowledge sharing, social media networking, and innovation, were 0.842, 0.863, 0.890, and 0.856, respectively, indicating the questionnaire's adequate reliability. Out of the distributed questionnaires, 233 were returned fully completed, enabling a substantial dataset for analysis. The collected data were analyzed using SPSS and SmartPLS software, facilitating both descriptive and path analysis.

The descriptive analysis revealed that the research data adhered to normal distribution parameters. Further, all the main research variables—human capital, knowledge sharing, social media networking, and innovation—scored above average, indicating a generally positive assessment from the respondents. The path analysis conducted within the Partial Least Squares (PLS) framework offered deeper insights into the relationships among the studied variables. It was revealed that human capital had a significant direct effect on innovation, marked by a path coefficient of 0.237. Moreover, the mediating effects of knowledge sharing and social media networking were substantial. Human capital's impact on innovation, through the mediating role of knowledge sharing, showed a path coefficient of 0.169. Similarly, social media networking as a mediator reflected a path coefficient of 0.180.According to the results, Human capital had both a direct and indirect effect (through the mediating variables of knowledge sharing and social media networking) on innovation. The indirect effect of human capital on innovation was greater than the direct effect, highlighting the importance of knowledge sharing and social media networking in converting the potential of human capital into innovation in Iranian creative companies. The results highlight a crucial insight: innovation within Iranian creative companies is not solely dependent on possessing knowledgeable and skilled human resources. Instead, the mechanisms for sharing knowledge and establishing robust social networks play pivotal roles in converting the latent potential of human capital into tangible innovation. This underscores the importance of creating supportive infrastructures that encourages the free flow of knowledge and leverages social media networking, which enable companies to unlock significant innovative capabilities.The role of knowledge sharing as a mediator in this relationship can be further elucidated through social exchange theory, which highlights the importance of reciprocal interactions and the sharing of information and resources among employees. When employees share their knowledge and expertise, they contribute to a collective pool of ideas and solutions, enhancing the organization's capacity for innovation. Knowledge sharing dismantles silos, enhances collaborative efforts, and ensures continuous learning, thus driving innovation.On the other hand, the mediating rule of social media networking can be understood through the lens of social capital theory, which focuses on the value derived from social relationships and networks. Social media platforms facilitate the creation and maintenance of social connections, enabling employees to access diverse sources of information, feedback, and support. This not only enhances their individual creativity but also fosters a collaborative environment where innovative ideas can thrive. The findings of the study underscore the importance of leveraging social media networks to maximize the innovative potential of human capital.Research limitations/implications: While this research shed light on the relationships between human capital, knowledge sharing, social media networking, and innovation in Iranian creative companies, it faced limitations as follows:The focus of this research was on Iranian creative companies. This may limit the generalizability of the findings to other cultural and organizational contexts. Additionally, cultural differences in attitudes towards knowledge sharing and social media acceptance could affect the results.Reliance on self-reported data might introduce bias. Participants may overestimate their engagement in knowledge sharing or the effectiveness of social media networking due to social desirability or lack of self-awareness. Employing a mixed-method approach, including qualitative data and objective performance metrics, could provide a more comprehensive understanding.This research did not account for all potential mediating and moderating variables. Factors such as organizational structure, leadership style, and technological infrastructure could also play a mediating role in the relationship between human capital and innovation. Future research in this field could address these limitations to gain a deeper understanding and enhance the robustness of the findings.In addition, it is worth exploring the theoretical underpinnings that relate human capital to innovation. Human capital theory suggests that investments in education and training enhance employees' knowledge, skills, and abilities, which are crucial for fostering innovation. Employees equipped with advanced skills and knowledge are more likely to contribute innovative ideas and solutions, thus driving the company's overall innovative performance.Practical implications: Based on the research findings, practical suggestions were presented as follows:Creative companies are advised to invest in employee training, foster a culture of continuous learning and knowledge sharing, and encourage employees to actively participate in social media to facilitate innovation. They should also promote a culture that encourages knowledge sharing.Policymakers are advised to support initiatives that enhance human capital development and create environments conducive to knowledge sharing and innovation.

Originality/value:

 This researh offers valuable insights into the relationship between human capital and innovation, particularly within the context of Iranian creative companies. It not only contributes to the academic literature on human capital and innovation but also offers practical recommendations that can be applied by companies and policymakers to enhance innovation in the digital age.

 The research has been carried out with the title of providing a model for assessing the competence of professional managers in government agencies using a descriptive-survey method. The purpose of the research is to identify the effective components in measuring the competence of professional managers in government agencies. The statistical population of the research includes managers of Iranian government agencies. The sample size is based on a relative stratified method from among the staff managers and operational managers of social security and welfare organizations and the Imam Khomeini Relief Committee institution. Through Cochran, there were 384 people and a questionnaire was used to collect information, validity measurement was based on the opinion of experts, and Cronbach's alpha was used to measure reliability, and data analysis was done using spss software, and Colmogrove test was used for inferential analysis of data. Smirnoff was used to determine the normality of the data and independent t-test and one-way analysis of variance were used. Finally, according to the obtained results, the individual knowledge of managers was determined with 0.803, the individual characteristics of managers with 0.604, and the managerial values of managers. with 0.600 and the personal skill of managers with 0.511 respectively, the first to fourth priorities have been effective in measuring the competence of professional managers in the country's government institutions.

This is an open access article under the terms of the Creative Commons Attribution-NonCommercial 4.0 International (CC BY-NC 4.0) License.The value of the innovation process in organizations and societies, as well as economic growth with minimal environmental disruption, is a critical and essential policy. Addressing this issue has led various organizations worldwide to adopt the circular economy approach to utilize natural resources in an innovative manner within the industry and minimize waste. Therefore, the aim of this research is to propose a framework for designing the industrial innovation process with a circular economy approach. This study was conducted using the meta-synthesis method and the seven-step model of Sandelowski and Barroso, systematically reviewing 62 relevant articles from a total of 305 articles published between 2010 and 2023. The articles were selected based on inclusion criteria, and the validity of the research was confirmed through meetings held by the research team and an audit of the entire process to achieve consensus. The reliability was also verified using the Critical Appraisal Skills Programme (CASP) and Cohen's kappa coefficient, which yielded a reliability score of 0.781. The main dimensions of the study were designed and presented in a comprehensive conceptual model based on five categories and paradigmatic themes aligned with the innovation process derived from the extracted sources. The results of this study can serve as a basis for operationalizing the industrial innovation process in alignment with circular economy strategies and categories related to sustainable development at the level of industrial organizations.

The present research was conducted with the Purpose of investigating the effect of trust, religious beliefs and consumer innovation on the desire to buy clothes online among female online customers (case study: Nora store). An applied type of research was considered with a descriptive and correlational method. And 320 customers of Nora store's online clothes buyers were questioned. The content validity and face validity of the questionnaire were obtained from the factor analysis method, and the reliability of the questionnaire was calculated through Cronbach's alpha coefficient. Data analysis was done by structural equation method with PLS method. The findings of the research showed that the effect of trust on the perceived value and the effect of religious beliefs on the attitude towards online shopping were the strongest predictors of the willingness to buy clothes from Nora store. It can be acknowledged that the variables of fashion novelty, electronic novelty and trust, perceived value, attitude and religiosity are leading factors in the desire to buy clothes online. Consumer feedback accelerates knowledge management for competitive product market structure, which is the main strategy to help companies form competitive advantage.

This article deals with the design of intelligent mind maps to develop creativity in strategy management. Given the complexities of business environments and the need for innovation in strategic decision-making processes, this study identifies the role and importance of mind maps in enhancing organizational creativity. In this study, mind maps are introduced as a tool to facilitate creative thinking and strategic decision-making. The results of the study show that the use of intelligent mind maps can help improve strategic thinking skills and increase creativity productivity in organizations. The study also showed that implementing mind maps in strategic processes helps organizations to better understand their competitive situation and design more effective strategies. Therefore, the use of this tool is recommended especially in organizations that seek to improve and develop their strategies.

As a key service sector, Iran's banking industry has encountered numerous challenges and difficulties in past years. One potential solution is embracing innovation, particularly ambidextrous innovation. Accordingly, this research aims to identify the factors influencing the development and implementation of ambidextrous innovation within Iran’s banking sector and to prioritize them using a structural-interpretive model (ISM).
 
This research adopts a pragmatist paradigm and utilizes a hybrid approach that integrates practical objectives with diverse data collection methods. It studies Iran's banking industry, focusing on a statistical population comprising experts, university professors, senior bank managers, and specialists in innovation, technology, digital transformation, and process re-engineering. These individuals possess significant knowledge, expertise, and responsibility in the domains of strategy, decision-making, and the implementation of innovation in banks. The research utilizes a judgmental sampling method. This study was conducted in two stages: qualitative and quantitative. In the qualitative stage, content analysis was employed. The study began with a review of the existing literature on ambidextrous innovation, followed by interviews with 24 experts from the banking sector. These interviews helped identify the key factors influencing the development and implementation of ambidextrous innovation in the industry. In the quantitative phase, a questionnaire was distributed among 13 experts. The data collected was used to develop a self-interaction matrix and to proceed through the stages of structural-interpretive modeling (ISM). Ultimately, the factors identified in the qualitative stage were prioritized and presented in a structured model.
 
Based on the findings of this research, the qualitative section identified 67 components, 15 concepts, and 6 main categories that influence the creation and implementation of ambidextrous innovation in the banking industry. The six main categories are the executive process mechanism, organizational learning, the role of leadership style in innovation, the development of technological infrastructure, organizational foundation, and understanding the turbulence of the competitive environment. In the quantitative section, these factors were classified into three levels. The first level included the executive process mechanism, organizational learning, and the creation of technological infrastructure. The second level embraced the role of leadership style in innovation, and the third level comprised the organizational foundation and understanding of the turbulence of the competitive environment. Ultimately, the final research model was developed based on these classifications.
 
Based on the findings, banking industry managers should prioritize strengthening the organizational foundation and enhancing their understanding of environmental turbulence, as these factors have the most significant influence and are least affected by other variables. In the next phase, they should focus on fostering innovative and collaborative leadership styles to facilitate the creation and implementation of ambidextrous innovation. Finally, managers need to develop technological infrastructures, emphasize organizational learning, and implement knowledge management practices within banks, ensuring that the execution of ambidextrous innovation becomes operational. The findings suggest that adopting ambidextrous innovation—balancing exploratory and exploitative approaches—can transform Iran's banking industry into a more dynamic sector. Ambidextrous innovation can enable banks to overcome organizational stagnation and employee disengagement, fostering the development of diverse financial products that effectively meet customer needs. Furthermore, the research indicates that the creation and implementation of ambidextrous innovation can enhance the performance of Iran’s banking and financial ecosystem. One potential outcome is the formation of networks and alliances among different elements of the banking ecosystem, facilitating financing for the value chains of businesses. This highlights the significant role of ambidextrous innovation in reshaping Iran's banking system.

The aim of the present research is to present effective innovative strategies in the development of cosmetics industry with an emphasis on international entrepreneurship. The research method is applicable in terms of its purpose, and qualitative in terms of its implementation. The statistical population of the research includes 7 managers and officials of Sehat Industrial and Trading Company and 3 academic experts. The data collection tool is interview. To analyze the research data, theme analysis; which is a method to determine, analyze, and express of the patterns (themes) in the data, as well as MAXQDA software was used. According to the obtained results, the innovation strategies are: aggressive innovative strategies, innovative technology absorption strategies, pioneering innovative strategies, risky innovative strategies, among which the innovative technology absorption strategies have the first priority and risky strategies have the last priority according to the prioritization. The test hypotheses that show the impact of aggressive innovative strategies, innovative strategies, pioneering innovative strategies, and risky innovative strategies on the development of the cosmetics industry were all confirmed. Managers and officials active in the cosmetics industry are suggested to help the development of the cosmetics industry by absorbing up-to-date technologies.

Process innovation is a subset of innovation related to improving or reconfiguring production methods, workflows, or techniques. Process innovation aims to optimize the production or delivery method of existing goods or services. The importance of process innovation lies in its potential to simplify operations, reduce costs, minimize resource consumption, and improve productivity and quality. In agriculture, innovation catalyzes transformation, efficiency improvement, sustainability, and flexibility in production systems. Process innovation in sugarcane production and processing is vital to address the multifaceted challenges facing the industry, including market demand fluctuations, environmental degradation, and socio-economic inequalities. By embracing innovation, stakeholders can increase productivity, optimize resource use, reduce environmental impacts, and as a result, ensure the long-term sustainability and resilience of the sugarcane sector. In this regard, the present research was designed and carried out to explain the indigenous components of sugarcane production and processing with an emphasis on process innovations.

The research adopted Sandelowski and Barso's meta-composite qualitative approach. The process started with a systematic review of 405 primary articles and finally, 33 articles related to the research purpose were selected. The inclusion criterion was the publication in the field of sugarcane production and processing between 2010 and 2023. To validate the proposed model and increase acceptability, the fuzzy Delphi method with a panel of experts was used. The results were verified and reviewed by the experts.

The fuzzy Delphi resulted in deriving 57 key local indexes within four processes, i.e. planting, growing, harvesting, and processing. According to the results, it can be concluded that the integration of indigenous knowledge systems with modern innovations is important to enhance sustainability, flexibility, and learning in the sugarcane industry. In addition, joint efforts among the beneficiaries are needed to reinforce innovation, promote knowledge exchange, and develop comprehensive strategies to advance the sustainability and prosperity of the sugarcane sector.

Conclusion/ Implications: 

It can be inferred that innovation in the process of sugarcane production is too important to be ignored because it acts as a catalyst to enhance productivity, sustainability, and flexibility in the industry. Hence, it is suggested to create an interdisciplinary platform for cooperation and knowledge exchange to integrate indigenous knowledge systems with modern innovations in the process of sugarcane production. This way, communication among researchers, policymakers, industry players, and local communities is facilitated to create and implement innovative solutions proportional to specific fields and needs of sugarcane producers.

Global teachings on the formation of entrepreneurial ecosystems show that the role of universities and higher education centers in the formation of these ecosystems has been special. This research has been conducted using a mixed qualitative and quantitative methodology with the aim of prioritizing and investigating the application rate of entrepreneurship ecosystem promoters in Ilam University.

In this research, in the first step, using hierarchical analysis technique and with the participation of 12 faculty members of Ilam University, the promoters of the entrepreneurship ecosystem of Ilam University were prioritized. The validity of the data collection tool was confirmed by the opinion of three faculty members of Ilam University. The compatibility rate of the criteria and sub-criteria also showed the reliability of the research tool. In the second step, a focus group of 5 people was used to explain the current situation of the use of these promoters in Ilam University. The software used included 26Spss and expert choice 11.

The findings of the research showed that in Ilam University, none of the identified entrepreneurship ecosystem promoters related to cultural and student fields have been implemented. In the fields of education, support and human resources, and research and technology, a number of initiatives have been implemented or are being implemented, and some have not been implemented.

Therefore, in order to form an entrepreneurial ecosystem in Ilam University, it is necessary to plan for the application of the unfulfilled promoters in all departments of the university. It seems that the student and cultural fields need more effort to align their activities with the entrepreneurial ecosystem.

Innovation as a factor of survival and progress requires interaction and participation due to the high risk, cost, and distribution of knowledge and required capabilities among different actors. Regarding the nature and way of interaction of organizations in the field of innovation, various concepts have been formed during the last century, each of which has different approaches, functions, and purposes. Considering the distinct importance of these concepts and terms for researchers, policymakers, and those involved in the field of innovation, this article, with a systematic review and co-word analysis, examines the evolution of concepts related to this topic and the concepts and terms that have been formed and developed about this concept found, identifies their differences in terms of approach, nature, function, and focus. Based on this research, the three elements of systemic view, geographic proximity, and networking can be considered as the main pillars of the formation of these concepts, although the degree of tendency towards these three elements is different in different concepts of collaborative innovation. In addition, based on these elements, concepts can be classified into three categories: systemic view, spatial view, and network view. Moving from basic concepts and issues such as resilience and sustainability implies the conceptual development of collaborative innovation and capability for measuring the maturity level of the desire to participate in innovation

The problems of lack of urban land and attention to environmental approaches, including energy issues and reducing the lost surface of natural land, are among the reasons for the importance of the high-rise construction industry. This research, conducted in 2023 with Morrison's model, is a descriptive survey and has a mixed approach (qualitative-quantitative) in terms of research method. In the qualitative part, focus groups and in-depth interviews were used, and in the quantitative part, descriptive survey research methods and questionnaire tools were used. The qualitative statistical population included experts, industry managers, and high-level construction industry entrepreneurs, 12 people were selected in the qualitative stage and 57 people were selected in the quantitative stage. The findings showed that the businesses and activities: providing specialized training for the training of forces at 4 levels: "technician and worker", "Bachelor of Project and Construction Management", "Operation and Construction Management" and "Engineering Specialist Category Forces" in addition "Identification and introduction of intelligent BMS building management systems", "business development through research and development" and "introduction of equipment, exclusive and new technologies of the high-rise construction industry" were identified as entrepreneurial opportunities in the high-rise construction industry of Tehran. Obviously, due to the limited possibilities, It is possible to develop the high-rise construction industry more effectively by focusing on these precise axes,

This article analyzes the success and failure factors of sports startups in developing countries. Using a narrative review and descriptive analysis, internal factors such as effective management, experienced teams, innovation, and market alignment are identified as key elements of success. Conversely, poor management, lack of experience, financial challenges, and market misalignment are major reasons for the failure of these startups. External factors like infrastructure, government policies, economic conditions, and market competition also significantly impact the performance of sports startups. Countries with better infrastructure and more government support tend to witness greater success in sports startups. In contrast, bureaucratic complexities and lack of adequate support can lead to startup failure. The article compares success and failure factors across different countries, identifying common patterns among these factors. It also highlights the crucial role of cultural and economic differences in determining the success or failure of startups, emphasizing that startups need to adapt their strategies according to local conditions. Finally, the article provides practical recommendations for entrepreneurs, policymakers, and researchers. It also discusses the limitations of the study and offers suggestions for future research, including the need for deeper cultural and economic analysis and the examination of the impact of new technologies in this field.

The present study examines a model of organizational transformation strategies with an emphasis on a culture of learning and innovation. In today's world, where digital transformation and new technologies have affected all aspects of organizations, learning and innovation culture are recognized as key factors in the success of organizational transformation. This research aims to identify and analyze the factors affecting the creation of a learning and innovation culture in organizations, and proposes models for improving organizational transformation processes. Based on the analysis of sub-codes and extracted main themes, the challenges and opportunities facing organizations in developing a learning and innovation culture are identified and solutions are provided to overcome existing obstacles. The results of the research show that the combination of effective leadership, investment in training and development, and the use of new technologies can contribute to the success of organizational transformation strategies. This research also emphasizes the importance of using new approaches in strategic decision-making processes.

The present research has analyzed the role of knowledge management processes in the use of competitive strategies to achieve innovation in knowledge-based companies. The research is applied in terms of purpose and descriptive-survey in terms of nature. The statistical population consisted of managers of knowledge-based companies, and according to the official website of knowledge-based companies, the number of these companies in the country has reached 8487; Of these, about 384 people, which is the sample floor for the unlimited population for Cochran's formula, were selected, of which 203 people responded to the questionnaire items using random sampling. The measuring instrument was a questionnaire, and its validity was confirmed by experts' opinion and its reliability was confirmed by Cronbach's alpha coefficient. The data were analyzed with PLS software. The results showed that the knowledge management processes with a path coefficient of 0.973 and t coefficient of 4.636 on competitive strategies and with a path coefficient of 0.734 and t coefficient of 8.829 on innovation, and competitive strategies with a path coefficient of 0.250 and coefficient t 2.955 has an effect on innovation. Competitive strategies with path coefficient of 0.243 and t coefficient of 2.943 could mediate the relationship between knowledge management processes and innovation. In this regard, it is suggested that managers of knowledge-based companies prepare the ground for increasing innovation and help improve the performance of the organization by improving knowledge management processes and using effective competitive strategies in the organization.

Nowadays, organizations have learned that innovation is the precondition for competitiveness and survive and isn’t form in an isolated condition. In other words, innovation requires the cooperation of a large number of actors, and simply having a creative technical idea and cultivating it from zero to 100 is neither economically mere nor usually possible. As a result, several concepts have been formed. In practice, each of these terms focuses on a set of elements. Current studies focused on a part of these factors and there is no clear classification for the main factors in the formation and success of collaborative innovation. This paper with the aim of identifying and categorizing these elements, briefly review various approach to this topic and then by the means of Meta synthesis study the innovation network concept and variations. According to the paper results, effective factors on innovation networks could be divided into three main groups: organization, network and environmental factors. Under the variable of the organization, the factors of scope of activity, size, dynamic capabilities, level of technology and expertise, under the variable of the network, the factors of type of structure, geographical affinity, the distance of ability to attract members, variety of expertise, level of trust, number of members, credibility of the network and type of industry and under the variable Environment, government factors, financial infrastructure, research infrastructure, information infrastructure, customer expertise and labor market are identified.

The main objective of this research is to analyze how KM processes influence innovation in SMEs. The study seeks to bridge the gap in the literature by focusing on SMEs, especially in developing economies, where KM practices are not as widely adopted as in larger corporations. Despite the recognized potential of KM to enhance innovation (Imran et al., 2019), there is limited empirical research on its role in SMEs, particularly in resource-constrained environments (Valdez-Juárez et al., 2016). This research aims to fill that gap by assessing the effectiveness of knowledge acquisition, dissemination, and responsiveness in driving innovation..

A quantitative research design was employed to examine the relationships between KM processes and innovation. Data were collected from 307 SMEs through structured questionnaires, which measured KM practices and innovation using a five-point Likert scale. The survey data were analyzed using structural equation modeling (SEM) to test the proposed relationships and hypotheses. This method allows for a comprehensive examination of the complex relationships between KM processes and innovation (Obeidat et al., 2016). Reliability and validity were ensured through the use of Cronbach’s alpha for internal consistency and confirmatory factor analysis for construct validity (Rahman et al., 2009).

The findings of the study reveal that all three KM processes—knowledge acquisition, dissemination, and responsiveness—positively impact innovation in SMEs. Knowledge acquisition was found to have the strongest influence, as SMEs that actively acquire knowledge from both internal and external sources are better positioned to innovate (Gui & Lee, 2024). Knowledge dissemination, or the sharing of information across the organization, also plays a crucial role in ensuring that employees can access the knowledge needed for innovation (Shehzad et al., 2021). Finally, responsiveness to new knowledge allows firms to integrate and apply insights effectively, fostering continuous innovation (Zack et al., 2009). These results suggest that SMEs can overcome their resource limitations by adopting robust KM practices, which can enhance their ability to innovate and compete in dynamic markets. The study supports the findings of previous research that KM processes are integral to organizational innovation (Obeidat et al., 2016; Imran et al., 2019). However, it adds new insights by demonstrating that even in resource-constrained environments, SMEs can leverage KM to drive innovation. Future research should explore additional KM dimensions and investigate how these processes influence different types of innovation in SMEs